COMPETENCY BASED LEARNING MATERIAL

Sector:
TOURISM

Qualification:

Unit of Competency: PERFORM WORKPLACE AND SAFETY PRACTICES

Module Title: PERFORMING WORKPLACE AND SAFETY PRACTICES

 HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIALS

Welcome!

The unit of competency, “Managing Own Performance” contains the

knowledge, skills and attitude required for using applying quality
standards. It is one of the COMMON competencies of BOOKKEPPING
NC III.

The module, Managing Own Performance, contains training materials

and activities related to assessing client service needs, assessing own
work and engaging in quality improvement for you to complete.

In this module, you are required to go through a series of learning

activities in order to complete each learning outcome. In each learning
outcome are Information Sheets, Self- Checks, Task Sheets and Job
Sheets. Follow and perform the activities on your own. If you have you
have questions, do not hesitate to ask for assistance from your
facilitator.

Remember to:

 Read information sheets and complete the self-checks. Suggested

references are included to supplement the materials provided in
this module.

 Perform the Task Sheets and Job Sheets until you are confident
that your outputs conform to the Performance Criteria Checklist
that follows the sheets.

 Submit outputs of the Task Sheets to your facilitator for

evaluation and recording in the Accomplishment Chart. Outputs
shall serve as your portfolio during the Institutional Competency
Evaluation. When you feel confident that you have had sufficient
practice, ask your trainer to evaluate you. The results of your
assessment will be recorded in your Progress Chart and
Accomplishment Chart.

A Certificate of Achievement will be awarded to you after passing the evaluation

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING NC
III Developed by: Page

iCGI Revision #
 COMPETENCY – BASED LEARNING MATERIAL

List of Competencies

No Unit of Competency Module Title Code

.
Maintain an Effective Maintaining an
1 Relationship with Effective HCS91320
Clients/Customers Relationship with 1
Clients/Customers

2 Manage Own Managing Own HCS91320

Performance Performance 2

3 Apply Quality Applying Quality HCS31520

Standards Standards 2
Perform Computer Performing Computer
4 HCS31120
Operations Operations
1

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING NC
III Developed by: Page

iCGI Revision #
 MODULE CONTENT

UNIT OF COMPETENCY : Manage Own Performance

MODULE TITLE : Managing Own Performance

MODULE DESCRIPTOR : This unit covers the knowledge, skills and attitudes required in
effectively managing own workload and quality of work

SUMMARY OF LEARNING OUTCOMES:

Upon completion of the module the trainees/students should be able to:

LO1. Plan own workload
LO2. Maintain quality of own performance

LO3 Establish credibility with customers/clients

SUMMARY OF ASSESSMENT CRITERIA:

1. Tasks are accurately identified according to instructions

2. Work plans are developed according to assignment requirements and employer policy
3. Priority and timelines are allocated to each task
4. Tasks deadlines are known and complied with whenever possible
5. Work schedules are known and completed according to agreed time frames
6. Personal performance continually monitored against agreed performance standards
7. Advice and guidance sought when necessary to achieve or maintain agreed standards
8. Guidance from management applied to achieve or maintain agreed standards
9. Standard of work clarified and agreed according to employer policy and procedures
10. Client expectations for reliability, punctuality and appearance are adhered to
11. Possible causes of client/customer dissatisfaction is identified, dealt with and
recorded according to employer policy
12. Client is fully informed of all relevant security matters in a timely manner and
according to agreed reporting procedures

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
LEARNING OUTCOME 1

MAINTAIN QUALITY OF OWN PERFORMANCE

CONTENTS:

1. Monitoring personal performance

2. Determining performance standards
3. Interpreting work standards
4. Quality of work

ASSESSMENT CRITERIA:

1. Tasks are accurately identified according to instructions

2. Work plans are developed according to assignment requirements and employer policy

3. Priority and timelines are allocated to each task

4. Tasks deadlines are known and complied with whenever possible

5. Work schedules are known and completed according to agreed time frames

CONDITION:

Trainees must be provided with the following.

1. Task list

2. Work schedules

3. Assignment instructions

ASSESSMENT METHOD:

1. Interview

2. Demonstration with questioning

3. Written report

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 INFORMATION SHEET 4.2 -1

Monitoring personal performance

Learning Objective: After reading this information sheet, you must be able to:

1. Understand the importance of writing Assignment Instructions.

2. Determine the steps in constructing Assignment Instructions.

What is employee performance?

Put simply, employee performance is how a member of staff fulfils the duties of their role,
completes required tasks and behaves in the workplace. Measurements of performance
include the quality, quantity and efficiency of work.
When leaders monitor the performance of employees, they can paint a picture of how the
business is running. This not only helps to highlight what companies could be doing in
the present to improve their business, but this information also feeds into future growth
plans.
However, placing a focus on employee performance doesn’t just benefit the business. It
helps employees to reach their full potential, while also improving overall performance –
which can have positive effects on morale and quality of work produced. Lastly, but most
importantly, when employees are under-performing, customers may be dissatisfied. As a
result, the entire business may be affected by poor performance and struggle to reach
goals.

How is performance measured?

Every role is different so the metrics used to measure employee performance will
ultimately depend on the type of business the company and employees operate in.
But in general, the main ways to gauge performance are:

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
Quality of work
Standard of work produced is a key indicator of performance. Are employees putting in
maximum effort to ensure high-quality results? Are performance objectives being met?
Quality of work provides the basis to analyse all other elements of their performance.

Speed and efficiency

Looking at how much employees accomplish in an average week, month or quarter, how
does this match up to your expectations? Are deadlines met, vastly improved on, or is
time wasted? Are corners being cut to produce work quickly? Efficiency is the result of
maximum output at least cost so this is vital to be aware of within your company.

Trust and consistency

Ask yourself if you trust your employees to do all their work to a high standard and
deliver it on time. Do they work independently or do you feel that you often have to step
in? Do they consistently display company values? Are they punctual and present to the
expected standard? High-performing employees can be trusted with autonomy and
continue to produce strong results without much supervision.
Keep these performance metrics in mind when conducting individual employee
performance reviews.

How to evaluate employee performance

Performance reviews can be daunting, for both employees and managers – but they’re a
necessary starting point.
Without proper evaluation of an individual employee’s performance, you may waste
valuable time and effort implementing improvement plans that don’t begin to tackle the
real problem. Take time during this stage to ensure that you get a complete and well-
rounded review of the individual's performance to provide a solid foundation for
improvement plans.

Objective-based performance
With this method, managers and employees work together to develop performance goals
and set clear deadlines for completion. When employees are involved in the process of
creating their objectives, they can see how their individual goals contribute to larger
company goals. This creates more understanding of what needs to be done and why it’s

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
important.
This method also helps to increase engagement and motivation for the employee while
making it very easy to define success and failure for the employer.

A twist on the SWOT

Many will already be familiar with a SWOT analysis, but for performance evaluation, it’s
best to swap ‘weakness’ with ‘areas for development’. Think of ‘opportunities’ as future
opportunities for the growth of your employees and their development within the
company, too.
Starting with strengths allows managers, but also importantly, employees themselves to
say what they feel they are good at – helping to indicate where employees might like to
develop further. This method can also be a great way to find out if the employee feels that
anything about the business is holding them back, or if they feel they are lacking
important resources, for example.
By mapping out these different areas of performance, both the manager and employee can
work together to create a plan for development.

Ranked performance on scales

A traditional method is using numbered scales, such as 1 to 5 or 1 to 10, to rank an
employee’s performance in specific areas. These scales are commonly used as they’re easy
to understand for both employees and managers, allow for easy comparison between
team members, take little administration and can be adapted to any business needs.
Managers or HR can set the criteria to be ranked – often including behaviours, aptitude or
projects completed.

Self-evaluation
In this method, the employee judges their own performance against questions set by the
employer. This method is most useful when used alongside a verbal performance review.
Although some employees may find it difficult to know where they stand, when you can
spot the difference between what the employee thinks of their own performance, and
what you think – you will find some interesting points to discuss in the meeting. This
method also helps employees to understand what the performance review will look at,
which can ease any anxieties.

How to improve staff performance and productivity

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
Next, you need to take the findings from the evaluation and create an improvement plan
which works to fill any opportunities or areas of development that have been presented.

9 effective steps to improve employee performance

1. Investigate why the employee isn’t meeting expectations

The list of reasons why an employee isn’t performing as expected can be endless. If you
don’t get to the bottom of these, it’s almost impossible to take the right steps to improve
it.
Start with an open and frank discussion and find out if the employee feels anything is
affecting their ability to perform. It could be that they feel the business is holding them
back from reaching their full potential, they could be lacking resources, don’t feel aligned
with company goals or aren’t receiving the proper guidance or training.
It’s also possible that factors affecting work may be unrelated to work itself. Personal
reasons such as an employee may be going through a time of poor mental wellbeing or
experiencing issues in their personal life can also impact performance.

2. Discuss both the highs and lows

Performance reviews shouldn’t just be focused on what’s not going well – even though
improvement is your end goal.
Focusing just on areas for improvement could knock your employees’ confidence and
could lead to resentment if they feel that their hard work in other areas is going
unnoticed. Be sure to let your employees know what they’re doing well and point out any
stand-out moments in performance since their last review, as well as the areas for
development.
When you recognise their hard work, employees will know that they’re a valued member of
the team and will continue to put this effort into their work. Nevertheless, when you do
discuss challenges and areas for development, you have to be clear about any problems.
The easy road would be to ‘soften the blow’, but by not being clear on what the problem is
exactly, you’ll make any problems worse in the long term and the relationship could
become more hostile

2. Discuss both the highs and lows

Performance reviews shouldn’t just be focused on what’s not going well – even though
improvement is your end goal.

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
Focusing just on areas for improvement could knock your employees’ confidence and
could lead to resentment if they feel that their hard work in other areas is going
unnoticed. Be sure to let your employees know what they’re doing well and point out any
stand-out moments in performance since their last review, as well as the areas for
development.
When you recognize their hard work, employees will know that they’re a valued member of
the team and will continue to put this effort into their work. Nevertheless, when you do
discuss challenges and areas for development, you have to be clear about any problems.
The easy road would be to ‘soften the blow’, but by not being clear on what the problem is
exactly, you’ll make any problems worse in the long term and the relationship could
become more hostile

4. Create a positive workplace culture

A positive workplace culture helps to pave the way for higher engagement, greater
motivation and better performance.
Review elements such as how aligned employees are with the company vision and
mission, the employee benefits offered and how the business operates – for example, the
work environment and elements like flexibility or holiday policies.

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
The workplace culture should give employees the stage to perform to the best of their
abilities. A strong workplace culture allows employees to be focused and engaged without
any negativities distracting them and with the support of a positive workplace to drive
them forward.

5. Prioritise learning and development

Often, poor performance can be attributed to a skill or knowledge gap. By creating a focus
on learning and development, employees are reminded of best practice, not to mention
gaining new skills while taking valuable steps along their career path.
Work with employees to create individual L&D plans as, when you give employees a say in
how and what they learn, they stay engaged and it helps to bring extra motivation.

6. Set measurable and realistic goals

To help drive performance improvement, an employee needs to know what’s being
measured. This way they can monitor their own performance and, in turn, work to
improve this. If goals aren’t measurable, employees are left guessing about whether
they’re improving and they might feel that their results are subjective to their manager’s
opinions.

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
Secondly, goals must also be realistic. Of course, you want to aim big, but anything that
feels too unachievable could overwhelm employees and add to burnout. On the other
hand, goals that are too easy will not provide any motivation. Be sure to find the right
balance right.

7. Regularly recognise great work and improvement

When you recognise and reward good work, you let employees know that their effort, hard
work and improvement is noticed.
One error that leaders often make is spending a lot of time focusing on under-
performance and not focusing enough time on the great work that is going on every day.

8. Maximise job satisfaction

Often, employees only want to put in what they’re getting out of a role. If they feel they
aren't getting paid enough, aren't getting the benefits that they could be getting elsewhere,
or feel like their workplace is lacking in resources - they may not try as hard to perform.
Take a look at rival employers to ensure you are offering the right benefits to keep your
staff happy, engaged and productive.

9. Act when you don’t see improvement

If you’ve worked with your employee to set clear goals, expectations and a plan for
improvement, and they still aren’t working to make a change – you have to act on this.
If you don’t, employees will feel that it’s fine to underperform or have to be micromanaged.
This is also demotivating for those who are performing well. As if they feel that poor
performance receives no consequences, they’ll wonder why they are putting effort in.

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 SELF-CHECK 4.2-1

Write TRUE if the statement is correct and FALSE if the statement is incorrect and write
your answers in the space provided for.

1.Eemployee performance is how a member of staff fulfills the duties of

their role, completes required tasks and behaves in the workplace.

2.Ask yourself if you trust your employees to do all their work to a high
standard and deliver it on time

3.Without proper evaluation of an individual employee’s performance, you may

waste valuable time and effort implementing improvement plans that don’t begin to tackle
the real problem

4.You don’t need to take the findings from the evaluation and create an
improvement plan which works to fill any opportunities or areas of development that have
been presented.
5.A positive workplace culture helps to pave the way for higher
engagement, greater motivation and better performance.

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 ANSWER KEY 4.2-1

1. TRUE
2. TRUE
3. TRUE
4. FALSE
5. TRUE

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 INFORMATION SHEET 4.2 -2

Quality of work

LEARNING OBJECTIVES:

After reading this information sheet, you should be able to:

 Identify and explain references for quality of work
 Explain the procedure in self-assessment

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
  Enumerate the steps in Job Analysis

Assessing own work is important to ensure high quality performance. They

measure compliance with established standards, provide feedback, institute
changes as necessary to improve outcomes, and measure again.

In evaluating own work, the following can be you can refer to the following
sources:

 Documentation

An employee's record of documentation is a written account of his or her

actions, discussions, performance coaching incidents, witnessed policy
violations, disciplinary actions, positive contributions, reward and
recognition, investigations, failure to accomplish requirements and goals,
performance evaluation, and more.

You can refer to this document in evaluating or assessing own work or performance.

 Workplace Quality Standards

Another reference where you can base your performance in assessing

work is the Workplace Quality Standards. Setting high standards of
performance for self and others; assuming responsibility and
accountability for successfully completing assignments or tasks; self-
imposing standards of excellence rather than having standards imposed.

Workplace Quality standards are details of requirements, specifications,

guidelines and characteristics that services and processes should
consistently meet in order to ensure:

o their quality of work matches expectations

o they are fit for purpose
o they meet the needs of their clients

 Feedback

Performance feedback is the on-going process between employee and

manager where information is exchanged concerning the performance
expected and the performance exhibited. Constructive feedback can
praise good performance or correct poor performance and should
always be tied to the performance standards.

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 You can always ask your superior or your colleagues for some feedback
or evaluation on your work performance.

 Self-Assessment

Self-assessment is the process of looking at oneself in order to assess

your own performance.

Self-assessment Procedure

1. Define the area to be covered

Define the scope and objectives to be included in an overall self-

assessment program to be applied to a specific self-assessment
activity.

2. Define the performance expectation

Define the expected level of performance to fully accomplish the

desired safety goals

3. Identify assessment process and schedule

Provide plans, resources and schedules for completing the self-assessment.

4. Conduct performance comparison

Compare the actual performance to the established performance

expectation to identify differences.

5. Conduct performance assessment

Determine the significance of observed differences between

performance and expectations necessary to identify the extent
and priority of needed corrective actions.

6. Implement corrective actions

Implement actions to correct significant identified deficiencies

7. Monitor effectiveness of corrective actions

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 Monitor performance indications to verify that the actions are
effective in resolving performance discrepancy.

Job Analysis

Job analysis is a systematic process used to identify the tasks, duties,

responsibilities and working conditions associated with a job and the
knowledge, skills, abilities, and other characteristics required to perform that
job.

Steps in How to Conduct a Job Analysis

The job analysis process requires a structured step-by-step approach. The

process produces a lot of data that leads to the construction of a list of
competencies a person needs to successfully handle the job.

1. Plan your process, resources, and time frame

Upfront planning for job analysis is important to success. Establish the

specific steps to follow, the people and other resources to commit to the
process and the time frame for completion. Planning the process,
resources and time frame adds efficiency to the process and ensures the
job analysis is thorough and accurate.

2. Gather and analyze all current information about the job available in the
organization (job descriptions, ads, training materials, performance plans)
and accessible externally

The next step is gathering job duty details through a variety of sources.
Internal sources of information include existing job descriptions, job ads
posted in the past, performance plans, employee training materials and
any Human Resources documentation available. Information about the
job is also available from industry data, subject matter experts,
performance standards, online staffing resources, job ads and
occupational studies. In other words, any and all forms of applicable
resources are used. Develop standardized criteria for job evaluation.

3. Choose a representative sample of job holders

Select a group of employees who are currently doing the kind of work
that must be managed by new employees. It is important to use

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 standardized criteria that is developed based on the information
previously gathered. The size of the sample varies depending on the
complexity of the job.

4. Gather demographic data on the job holders

Demographic data is collected in various ways. The sample job holders

can be asked to maintain a performance log for assessment, noting how
things like past experience has been useful in certain situations.
Observation of employee's currently performing the job, job sampling
and employee surveys can also produce critical data on what type of
personal qualities it takes to do the job. One of the best ways to gather
demographic data is through structured interviews. Collect information
about the employee's level of education, experience, qualifications and
personal skills. The job holders are asked the same questions about the
job, and the questions are asked in the same order. All employee answers
collected through any collection method should follow a structured
approach and answers evaluated against standardized criteria.

5. Gather information from the job holders' supervisors

Supervisors can add more information about job requirements, goals

and objectives and the contributions to unit and organizational success.
The supervisor also has first hands knowledge of employees who were
unable to succeed, those who
performed beyond expectations and the relationship of the job to team
efforts. Once again, consistency when interviewing, if more than one
supervisor is involved, is important.

6. Gather information from the senior managers

The information gathered at this point is more strategic. How does this
position fit within the 'big picture' of company success? For example, the
big picture is that a call center position is critical for maintaining a
positive brand reputation with customers. Senior managers are also
knowledgeable of how the employee's job performance within a
particular department or unit affects other departments.

7. Establish a preliminary list of job competencies and skills

By this step, a large amount of information and data has been gathered.
Now it is time to develop a list of competencies the employee needs for
job success. Job competencies are defined behaviors that can be

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 measured to determine how well an individual will perform once
employed. They include tasks, duties, responsibilities, knowledge, skills,
abilities and any other characteristics important for successful job
performance.

8. Obtain ratings of the importance of the job skills and competencies

Select and validate the final list of competencies. The final set of
competencies are used for multiple purposes. They are used to develop a
job description, support pre- hire assessment tests, measure
performance, recruit job candidates, select employees and identify
training needs.

SELF-CHECK 4.2-2
Quality of work

Identification: Write your answer on the space provided..

1. It is the on-going process between employee and

manager where information is exchanged
concerning the performance expected and the
performance exhibited.
2. It is a systematic process used to identify the
tasks, duties, responsibilities and working
conditions associated with a job and the
knowledge, skills, abilities, and other
characteristics required to perform that job.
3. It is the process of looking at oneself in order to
assess your own performance.
4. It is the details of requirements, specifications,
guidelines and characteristics that services and
processes should consistently meet in order to
ensure their quality of work matches
expectations.
5. True or False. Feedback provides compliance
with established standard

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 ANSWER KEY 4.2-2

Quality of work

1. Performance feedback/feedback
2. Job analysis
3. Self-assessment
4. Workplace Quality Standards
5. False

Date Developed: Document No. iCGI-2021-01

May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 Date Developed: Document No. iCGI-2021-01
May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #
 Date Developed: Document No. iCGI-2021-01
May 2021 Issued by:
BOOKKEEPING
NC III Developed by: Page

iCGI Revision #